According to recent research from organisations across Asia Pacific*, HR has a way to go before it establishes itself as a function that adds real business value and is at the heart of business transformation.
Right now, HR has even greater opportunities – and challenges – to add value to their organisations. The role of HR Business Partner is crucial to ensuring that HR strategy is aligned with business strategy and ensuring the up skilling of managers with people management responsibility.
Being an effective Business Partner requires a new mindset and a new set of skills, built around a consultative approach, and drawing on the credibility to influence at a senior level and to think strategically. Drawing on Roffey Park’s 2009 research this new programme will help you develop the skills and behaviour necessary to significantly contribute to organisational success.
The programme’s focus covers influencing skills, credibility and presence, organisational politics and the implementation of strategy. Participants will come away with a model and tools for effective business partnering which will ensure they can align their role with the needs of the organisation and give them the confidence to really make a difference.
For over 60 years, Roffey Park has been at the forefront of helping organisations succeed through their people. From grounded research – like “Maximising the value of HR business partnering” (2009) – to consultancy across all sectors, from short courses to Master’s degrees, we have an envied understanding of people and organisations. And that wealth of understanding, not only of HR, but OD and Leadership Development sets this programme apart.
Why should you attend this programme?
- Understand the Business Partner model, and what this means for your organisation.
- Build confidence and credibility in successful partnering
- Gain the ability to initiate and implement an HR strategy
- Increased capacity to influence at Senior leve
Programme Outline
Day One
Welcome and introduction
Learning objectives and ground rules
Emergence of HRBP role
• Ulrich model
• Roffey Park’s latest research findings on HRBP success
• Key features of effective partnering including key competencies
• Trust and credibility
Strategy
• Strategic v operational thinking
• Strategy in your context
Consultancy Cycle
• Skills, attitudes and behaviours relevant to each stage
Internal Consultancy Tools and Techniques
• Speed introduction to key tools
Relationship mapping
Reflection time
• Personal reflection plus plenary
Day Two
Learning review
Value
• Value as defined by customers
Influencing, power and politics
• The nature of effective influencing
• Navigating organisational politics
• Sources of power
Influencing, power and politics continued.
Coaching skills for HR business partners
• Directive v non-directive coaching
Roles consultants play
• Choosing an appropriate intervention style
Coaching Skill Practice
• Live peer coaching practice
Plenary coaching review
Day Three
Applying and developing HR business partner skills through an all-day case study.
Learning review
Skills practice
• Meeting the client (actor)
• Gaining entry
• Contracting
Review and feedback
Preparing for data collection meeting
Skills practice
• Meeting with managers
• Data collection
• Feed back with actor
Group review and feedback
Preparing for second data collection meeting
Skills practice
• Meeting with managers (actors)
• Data collection
• Feedback with actor
Group review and feedback
Preparing for presentation to client
Skills practice
• Presentations to the client
Review and feedback
Personal Action Planning
Peer coaching on your Action Plan
Programme review and evaluation
*What the Line Really wants from HR – Hewitt Associates, 2007